Professional Documents
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Employee Experience - Update122020
Employee Experience - Update122020
Employee Experience - Update122020
Employee Experience
and OKRs
How the world’s most successful companies
are outperforming the competition and how you can too.
Table of Contents
Introduction4
The technique used by the best, ignored by the rest at their peril. 5
Traditional incentive structures are not working as well as they used to. 8
Why you should keep the priority pyramid top-light and bottom-heavy. 19
Conclusion27
Employee Experience (or EX) is an emerging contributions (personal or team OKRs) link directly
discipline and is gaining a powerful foothold in to parent level OKRs keeps everyone connected
organizations around the world. It borrows directly with what matters most.
from well-established consumer marketing In smaller companies, it helps maintain focus
techniques that seek to understand the Customer during chaotic growth spurts, globalization and
Experience (or CX) when engaging with a brand. continuous interruption or distraction. In larger
Recent research by several respected thought companies, it brings back the perception of
leaders such as Gallup, Gartner, Forrester and many localizing and making real the mission, purpose
other leading employee engagement companies, and core values that a company holds dear and is
shows a direct and powerful correlation between aiming to achieve.
organizational excellence and EX. An optimized This e-book introduces the discipline of
Employee Experience has been shown to lead Employee Experience and makes a case for what
to direct improvements in CX, in turn creating organizations can achieve when they get it right.
increased brand loyalty and revenue opportunities It links the perceived outcomes of an optimized
for companies that get it right. Employee Experience with the Objectives and Key
Further, when employees feel connected to the Results (OKRs) method, as the two are inextricably
purpose and mission of an organization, they linked and highly complementary. It is divided into
take on more personal accountability for its two distinct parts.
success, unilaterally reducing costs, improving The first discusses what Employee Experience (EX)
communication and collaboration and driving is as a Human Centered Design concept – what
bottom line results through innovative methods. the benefits are of getting it right, doing it wrong,
While it is still all too common for organizations to how the constructs of Employee Experience are,
adopt ‘black box’ or siloed management structures, and how does this factor into the Objectives and
transparent goal management and alignment Key Results (OKR) methodology.
create a culture of ‘we’re all in this together’. The The second part addresses how the use of the
Objectives and Key Results (OKRs) approach, OKR method across your enterprise ‘changes
invented at Intel in the 1980s and credited with the conversation’ across the organization about
driving Google’s incredible growth, is engineered how things are done, determining what matters
for this very outcome. most, and embracing that focus, alignment and
Restructuring traditional hierarchical functions transparency every day.
into cross-functional teams to deliver projects in
an agile manner creates a collaborative alignment We hope you enjoy the read.
of key skills, experiences and perspectives that The Gtmhub team.
radically improve operational capability.
Driving a cultural imperative that actively engages
everyone in the business to see how their
Significance Progress
Our desire to stand out Our impulse to improve
Fairness Meaning
Our aspiration to be treated Our drive to do something
equitably valuable
Autonomy
Our preference for our own
choices
• Focus – Making sure the entire company knows what matters, every quarter
• Alignment – Driving the right results – regardless of silo or department
• Engagement – Building the ‘big picture’ to help people attach to the mission at hand
• Transparency – Ensuring there are no ‘black box’ agendas, as everyone can see what’s required
• Accountability – Showing what actions belong to which people, teams and departments openly
These are concepts widely associated with new ways of working that include Agile and cross-functional teams.
These are not just corporate-speak buzzwords – but a successfully proven approach to working seamlessly with
teams of experts or specialists to get complex projects moving at pace – over tightly defined ‘sprints’ and daily ‘stand-
ups’ and ‘wash-ups’ to keep tabs on progress – ensuring that everyone knows what they need to do, what support
they need, and what challenges lay ahead to achieve the sprint goals.
But how does any of this relate to an improved employee experience? Let’s recall those intrinsic motivators that often
drive us all:
Significance Progress
Our desire to stand out Our impulse to improve
Fairness Meaning
Our aspiration to be treated Our drive to do something
equitably valuable
Autonomy
Our preference for our own
choices
A well-executed OKRs approach helps people see they are part of a bigger picture, something bigger than each of us
but that we’re clearly a critical part of – Belonging.
OKRs help us put our stamp on the work that clearly matters – which is linked all the way up the chain to what our
organization’s think is important – Significance.
Because of their transparent nature, where anyone can see what other teams or departments are working on, there is
an automatic sense that work is being distributed evenly – and shared across functions to ensure a parallel delivery
process – Fairness.
When we are instructed by our leaders to contribute to prioritizing the most important Objectives and create Key
Results to help measure their progress toward completion – we feel valued, stretched and relied upon to support
business results – Autonomy.
OKRs are a living, breathing roadmap of activity that creates a hive effect. They build a real buzz about everyday ac-
tivity where progress, action and accountabilities are clear and communicated – Positive Emotion.
Software and hardware creation, build, testing and Adopting the OKR method goes far to align with,
release is the original use case for the OKR method and connect people to, individual psychological
– and therefore a rigorous use case for testing the motivators that drive most of us every day – Be-
efficacy of such a working approach. It works well longing, Significance, Fairness, Autonomy, Posi-
because it simplifies the complexity of a big project tive Emotion, Progress and Meaning.
– into bite sized, consumable chunks that people feel
is achievable and within their reach.
The problem often with Agile working as that the or-
ganization isn’t structured for working cross-func-
tionally – but rather exists in hierarchical silo func-
tions such as Finance, HR, Engineering, R&D, Sales,
Marketing, etc. and the incentive and reinforcement
Discover how Gtmhub can deliver focus, alignment and engagement to your organization. It’s the world’s
most intuitive OKRs management platform that also optimizes employee experience.
well as powerful insights. does that feel to you? What would you do next?
The software will help you scale transparency, make (Answer: You go gather up the other smartest
clear the linked connections between Objectives, will people you know who are closest to the challeng-
illustrated alignment between functions and help you es sitting on your desk – and get them involved in
track progress and performance throughout the or- helping you come up with something quick – but
ganization seamlessly. It acts as a structure for cap- smart and well informed.)
turing what will become a complex web of interac-
You set the ground rules in the room before you start.
tive activity throughout your company – so best if it’s
Something profound and at the same time deeply au-
captured in one tool, for all to see and use.
thentic like:
These sorts of transformations into new ways of be-
having and engaging are never easy. It fits like an “In this room, there are no foolish questions, que-
awkward ski boot – where you know it’s going to save ries or ponderances. We are in this together, and
you from a twisted ankle while flying down a snowy we are all working for the same outcomes. Forget
snow face, but there is nothing natural about how your functional remit, your job title or where your
your foot, ankle or calve feels the first time you try it office resides. Today, you are one of many, on the
on for size. same team, solving hard problems together. We
OKR methodology can feel the same way – as you respect one another as equals because we nev-
know there are powerful advantages that will come er know where magical insights will come from.
from its use – but wow – it can be hard work get- We’ve all travelled long and hard to get here – and
ting people to undo years of traditional thinking and from this point forward, we’re going to work to-
behaving – and getting their heads around solving gether to solve our complicated challenges.
complex challenges they have never been asked to
We won’t use negatively charged labels to rip other
participate in.
people’s ideas apart – but we will add to them,
Some tips for implementing OKRs. improve them, bring a different and valuable per-
spective that others may not have thought of – and
Frame the challenge by asking everyone at the Board together we’ll come up with something amazing.
table to close their eyes and imagine they had just
This is the way I want us to work together moving
been promoted to CEO.
forward. This is the way I want our company and
They were given that lovely corner office (or the slight-
its people to work together forever more. Strange
ly larger open plan desk top), and a stack of challeng-
and disruptive times require ingenuity, creativity,
es delivered in a stack of paper about a meter high.
collaboration and lateral thinking.
The challenge is that the Board of Directors called a
meeting for the next morning to hear about your new And the OKR method is going to help us sort out
vision and strategy for the company. what matters most, and how we’ll measure prog-
You’re pretty intelligent and experienced – but feel ress against those things that matter most.”
massively overwhelmed. Where do you start? How